1. Chapter 2
Quality Management
Beni Asllani
Operations MMaannaaggeemmeenntt -- 66tthh EEddiittiioonn
Roberta Russell & Bernard W. Taylor, III
University of Tennessee at Chattanooga
2. Lecture outline
What is quality?
Evolution of quality
management
Quality tools
TQM and QMS
Focus of quality
management—
customers
Role of employees in
quality improvement
Quality in service
companies
Six sigma
Cost of quality
Effect of quality
management on
productivity
Quality awards
Iso 9000
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3. What Is Quality?
Oxford American Dictionary
a degree or level of excellence
American Society for Quality
totality of features and characteristics that
satisfy needs without deficiencies
Consumer’s and producer’s perspective
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4. What Is Quality:
Customer’s Perspective
Fitness for use
how well product or
service does what it is
supposed to
Quality of design
designing quality
characteristics into a
product or service
A Mercedes and a Ford
are equally “fit for use,”
but with different design
dimensions.
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5. Dimensions of Quality:
Manufactured Products
Performance
basic operating characteristics of a product; how
well a car handles or its gas mileage
Features
“extra” items added to basic features, such as a
stereo CD or a leather interior in a car
Reliability
probability that a product will operate properly within
an expected time frame; that is, a TV will work
without repair for about seven years
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6. Dimensions of Quality:
Manufactured Products (cont.)
Conformance
degree to which a product meets pre–
established standards
Durability
how long product lasts before replacement;
with care
Serviceability
ease of getting repairs, speed of repairs,
courtesy and competence of repair person
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7. Dimensions of Quality:
Manufactured Products (cont.)
Aesthetics
how a product looks, feels, sounds, smells, or
tastes
Safety
assurance that customer will not suffer injury or
harm from a product; an especially important
consideration for automobiles
Perceptions
subjective perceptions based on brand name,
advertising, and like
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8. Dimensions of Quality: Services
Time and timeliness
how long must a customer wait for service,
and is it completed on time?
is an overnight package delivered overnight?
Completeness:
is everything customer asked for provided?
is a mail order from a catalogue company
complete when delivered?
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9. Dimensions of Quality:
Services (cont.)
Courtesy:
how are customers treated by employees?
are catalogue phone operators nice and are
their voices pleasant?
Consistency
is same level of service provided to each
customer each time?
is your newspaper delivered on time every
morning?
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10. Dimensions of Quality:
Services (cont.)
Accessibility and convenience
how easy is it to obtain service?
does service representative answer you calls quickly?
Accuracy
is service performed right every time?
is your bank or credit card statement correct every month?
Responsiveness
how well does company react to unusual situations?
how well is a telephone operator able to respond to a
customer’s questions?
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11. What Is Quality:
Producer’s Perspective
Quality of conformance
making sure product or service is produced
according to design
if new tires do not conform to specifications, they
wobble
if a hotel room is not clean when a guest checks
in, hotel is not functioning according to
specifications of its design
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13. What Is Quality:
A Final Perspective
Customer’s and producer’s perspectives
depend on each other
Producer’s perspective:
production process and COST
Customer’s perspective:
fitness for use and PRICE
Customer’s view must dominate
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14. Evolution of Quality
Management: Quality Gurus
Walter Shewart
In 1920s, developed control charts
Introduced term “quality assurance”
was an American physicist, engineer and statistician,
sometimes known as the father of statistical quality control
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15. W. Edwards Deming
Developed courses during World War II to teach statistical
quality-control techniques to engineers and executives of
companies that were military suppliers
After war, began teaching statistical quality control to
Japanese companies
was an American statistician, professor, author, lecturer, and
consultant. He is perhaps best known for the
"Plan-Do-Check-Act" cycle popularly named after him. In
Japan, from 1950 onward, he taught top business managers
how to improve design (and thus service), product quality,
testing, and sales (the last through global markets)[1] by
various means, including the application of statistical methods
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16. Joseph M. Juran
Followed Deming to Japan in 1954
Focused on strategic quality planning
Quality improvement achieved by focusing on projects to
solve problems and securing breakthrough solutions
was a Romanian-born American management consultant and
engineer. He is principally remembered as an evangelist for
quality and quality management, having written several
influential books on those subjects
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17. Evolution of Quality
Management: Quality Gurus
Armand V. Feigenbaum
In 1951, introduced concepts of total quality control and
continuous quality improvement
an American quality control expert and businessman. He
devised the concept of Total Quality Control, later known as
Total Quality Management.
Philip Crosby
In 1979, emphasized that costs of poor quality far outweigh
cost of preventing poor quality
In 1984, defined absolutes of quality management—
conformance to requirements, prevention, and “zero defects”
was a businessman and author who contributed to
management theory and quality management practices.
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18. Kaoru Ishikawa
Promoted use of quality circles
Developed “fishbone” diagram
Emphasized importance of internal customer
was a Japanese organizational theorist, Professor at the
Faculty of Engineering at The University of Tokyo, noted for
his quality management innovations.
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19. Deming’s 14 Points
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1. Create constancy of purpose
2. Adopt philosophy of prevention
3. Stop mass inspection
4. Select a few suppliers based on
quality
5. Constantly improve system and
workers
20. Deming’s 14 Points (cont.)
6. Institute worker training
7. Instill leadership among supervisors
8. Eliminate fear among employees
9. Eliminate barriers between departments
10. Eliminate slogans and exhortations
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21. Deming’s 14 Points (cont.)
11. Remove numerical quotas
12. Enhance worker pride
13. Institute vigorous training and
education programs
14. Develop a commitment from top
management to implement above
13 points
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32. TQM and QMS
Total Quality Management (TQM)
customer-oriented, leadership, strategic
planning, employee responsibility,
continuous improvement, cooperation,
statistical methods, and training and
education
Quality Management System (QMS)
system to achieve customer satisfaction that
complements other company systems
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33. Focus of Quality Management—
Customers
TQM and QMSs
serve to achieve customer satisfaction
Partnering
a relationship between a company and its
supplier based on mutual quality standards
Measuring customer satisfaction
important component of any QMS
customer surveys, telephone interviews
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34. Role of Employees in Quality
Improvement
Participative problem solving
employees involved in quality-management
every employee has undergone
extensive training to provide
quality service to Disney’s
guests
Kaizen
involves everyone in process of
continuous improvement
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35. Quality Circles
and QITs
Quality circle
group of workers and
supervisors from same
area who address
quality problems
Process/Quality
improvement teams
(QITs)
focus attention on business
processes rather than
separate company
functions
Training
Group
processes
Data collection
Problem
analysis
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Presentation
Implementation
Monitoring
Solution
Problem results
Problem
Analysis
Cause and
effect
Data collection
and analysis
Problem
Identificatio
n
List
alternatives
Consensus
Brainstorming
Organization
8-10 members
Same area
Supervisor/moderat
or
36. Quality in Services
Service defects are not always easy to
measure because service output is not
usually a tangible item
Services tend to be labor intensive
Services and manufacturing companies
have similar inputs but different
processes and outputs
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37. Quality Attributes in Services
Principles of TQM apply
equally well to services
and manufacturing
Timeliness
how quickly a service is
provided?
Benchmark
“best” level of quality
achievement in one
company that other
companies seek to achieve
“quickest, friendliest, most
accurate service
available.”
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38. Six Sigma
A process for developing and delivering
virtually perfect products and services
Measure of how much a process deviates from
perfection
3.4 defects per million opportunities
Six Sigma Process
four basic steps of Six Sigma—align, mobilize,
accelerate, and govern
Champion
an executive responsible for project success
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39. Six Sigma:
Breakthrough Strategy—DMAIC
DDEEFFIINNEE MMEEAASSUURREE AANNAALLYYZZEE IIMMPPRROOVVEE CCOONNTTRROOLL
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33..44 DDPPMMOO
67,000 DPMO
cost = 25% of
sales
40. Six Sigma:
Black Belts and Green Belts
Black Belt
project leader
Master Black Belt
a teacher and
mentor for Black
Belts
Green Belts
project team
members
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41. Six Sigma
Design for Six Sigma (DFSS)
a systematic approach to designing products and
processes that will achieve Six Sigma
Profitability
typical criterion for selection Six Sigma project
one of the factors distinguishing Six Sigma from
TQM
“Quality is not only free, it is an
honest-to-everything profit maker.”
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42. Cost of Quality
Cost of Achieving Good Quality
Prevention costs
costs incurred during product design
Appraisal costs
costs of measuring, testing, and analyzing
Cost of Poor Quality
Internal failure costs
include scrap, rework, process failure, downtime, and price
reductions
External failure costs
include complaints, returns, warranty claims, liability, and
lost sales
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43. Prevention Costs
Quality planning costs
costs of developing and
implementing quality
management program
Product-design costs
costs of designing
products with quality
characteristics
Process costs
costs expended to make
sure productive process
conforms to quality
specifications
Training costs
costs of developing and
putting on quality training
programs for employees
and management
Information costs
costs of acquiring
and maintaining data
related to quality, and
development and
analysis of reports on
quality performance
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44. Appraisal Costs
Inspection and testing
costs of testing and inspecting materials, parts, and
product at various stages and at end of process
Test equipment costs
costs of maintaining equipment used in testing
quality characteristics of products
Operator costs
costs of time spent by operators to gather data for
testing product quality, to make equipment
adjustments to maintain quality, and to stop work to
assess quality
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45. Internal Failure Costs
Scrap costs
costs of poor-quality
products that must be
discarded, including labor,
material, and indirect
costs
Rework costs
costs of fixing defective
products to conform to
quality specifications
Process failure costs
costs of determining why
production process is
producing poor-quality
products
Process downtime costs
costs of shutting down
productive process to fix
problem
Price-downgrading costs
costs of discounting poor-quality
products—that is,
selling products as
“seconds”
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46. External Failure Costs
Customer complaint
costs
costs of investigating and
satisfactorily responding
to a customer complaint
resulting from a poor-quality
product
Product return costs
costs of handling and
replacing poor-quality
products returned by
customer
Warranty claims costs
costs of complying with
product warranties
Product liability costs
litigation costs resulting
from product liability and
customer injury
Lost sales costs
costs incurred because
customers are dissatisfied
with poor-quality products
and do not make
additional purchases
47. Measuring and Reporting Quality
Costs
Index numbers
ratios that measure quality costs against a base
value
labor index
ratio of quality cost to labor hours
cost index
ratio of quality cost to manufacturing cost
sales index
ratio of quality cost to sales
production index
ratio of quality cost to units of final product
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48. Quality–Cost Relationship
Cost of quality
difference between price of nonconformance
and conformance
cost of doing things wrong
20 to 35% of revenues
cost of doing things right
3 to 4% of revenues
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49. Effect of Quality Management on
Productivity
Productivity
ratio of output to input
Quality impact on productivity
fewer defects increase output, and
quality improvement reduces inputs
Yield- a measure of productivity
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or
YY==((II))((%%GG))++((II))((11--%%GG))((%%RR))
50. Computing Product
Cost per Unit
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= ( K )( I ) + ( K )( R ) Product Cost
d r Y
where:
K= direct manufacturing cost per unit
d I = input
K= rework cost per unit
r R = reworked units
Y = yield
51. Computing Product Yield
for Multistage Processes
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Y = (I)(%g1)(%g2) … (%gn)
where:
I = input of items to the production process that will
result in finished products
gi = good-quality, work-in-process products at stage i
52. Quality–Productivity Ratio
QPR
productivity index that includes productivity and
quality costs
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QPR =
(good-quality units)
(input) (processing cost) + (reworked units) (rework cost)
((110000))
53. Malcolm Baldrige Award
Created in 1987 to stimulate growth of
quality management in United States
Categories
Leadership
Information and analysis
Strategic planning
Human resource focus
Process management
Business results
Customer and market focus
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54. Other Awards for Quality
National individual
awards
Armand V. Feigenbaum
Medal
Deming Medal
E. Jack Lancaster Medal
Edwards Medal
Shewart Medal
Ishikawa Medal
International awards
European Quality Award
Canadian Quality Award
Australian Business
Excellence Award
Deming Prize from Japan
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55. ISO 9000
A set of procedures and
policies for international
quality certification of
suppliers
Standards
ISO 9000:2000
Quality Management
Systems—Fundamentals
and Vocabulary
defines fundamental
terms and definitions
used in ISO 9000 family
ISO 9001:2000
Quality Management Systems
—Requirements
standard to assess ability to
achieve customer satisfaction
ISO 9004:2000
Quality Management Systems
—Guidelines for Performance
Improvements
guidance to a company for
continual improvement of its
quality-management system
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56. ISO 9000 Certification,
Implications, and Registrars
ISO 9001:2000—only
standard that carries third-party
certification
Many overseas companies
will not do business with a
supplier unless it has ISO
9000 certification
ISO 9000 accreditation
ISO registrars
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